Accelerating Implementation Methodology

(AIM) Key Concepts

Judy Willis & Gavin Meredith
17th August 2012

Introduction to AIM
Accelerating Implementation Methodology
Objectives:
To briefly introduce the elements of AIM to the group
To provide the group with strategies to use throughout
the project which will assist with Implementation.

SYSTEM DEVELOPMENT CYCLE

HUMAN DEVELOPMENT CYCLE

Future State
Analysis Design Development Testing Training

Competency
Performance
Reinforcement
Development Coaching
Management Retraining

Go Live

PERFORMANCE & PRODUCTIVITY

Project ROI

Cut Over

INSTALLATION

IMPLEMENTATION
TIME

Minor Change Minor Disruption

Minor alterations to the Frame of Reference resulting in minimal
disruption and resistance, like a change in policy or procedure

1ST Order Frame- Bending

Major alterations to the existing Frame of Reference resulting in
significant resistance. Taking what you are currently doing and doing it
better. Multiple sets of improvements around something that currently
exists

2nd Order Frame- Breaking

The old Frame of reference is no longer adequate. A new FOR must be
created resulting in maximum disruption and resistance requires the
old FOR to be broken down. The organisation must forget what they
are doing now.

Introduction to the AIM Road Map

By failing to prepare, you are preparing to fail
-Benjamin Franklin
1. Define the
Change

10. Prioritize
Action

2. Build
Agent
Capacity

9. Create
Cultural Fit

3. Assess the
Climate

8. Develop
Reinforceme
nt Strategy

4. Generate
Sponsorship

7.
Communicati
on Plan

6. Develop
Target
Readiness

5. Determine
Change
Approach

Cast of Characters
Champions Individuals who believe in and want the change and attempt to obtain
commitment and resources for it, but lack sponsorship to drive it.
Implementation can be accelerated when the other three roles are also
Champions.

Agents

Implement change. Agents have implementation responsibility through planning and

executing implementation. At least part, if not all, of their performance is evaluated
and reinforced on the success of this implementation.

Sponsors

Authorise, legitimise and demonstrate ownership for the change: possess

sufficient organisational power and/or influence to either initiate resource
commitment (Authorising Sponsor) or reinforce the change at the local level
(Reinforcing Sponsor).

Targets

Change behaviour, processes, knowledge, perceptions, etc

Ref: P23

Define the change

What are you changing?
Why are you changing it?
What are the consequences of not changing?
Needs to be specific and measurable
There must be clear and commonly held definition
of the present state and the desired state for
successful implementation

Build agent capacity

Key skills & attributes for an Agent

Trust & credibility

Successful organisational history
Belief in the project
Translate FOR of targets & sponsors

Agents job
Communicate
Educate
Facilitate

Cant do it all alone..may need to enlist others

Assess the Climate

Identify implementation strengths & weaknesses
Whats gone on before in the organisation
Adverse publicity
Restructure

What other changes are going on in the

organisation that will impact on your project?

Generate Sponsorship
Sponsorship is the single most important factor for
successful implementation
Express, Modelled & Reinforce
Agents need to:
Educate their sponsor
Contract with their sponsor ( If you want.... I need....)
Preserve their sponsors currency (time, money, energy &
reputation)
Identify all sponsors & targets in the project

Determine Change approach

Change symbolic ending of the present state
Is it for compliance? Hammer

End

Beginning

PRESENT

DESIRED
STATE

STATE

Is it for commitment? Transition

End

Transition

Transition
TRANSITION
STATE

Beginning
Producti vity/Morale

TRANSITION
STATE
PRESENT
STATE

Need to identify the frame of reference

DESIRED
STATE

Develop Target Readiness

Resistance is a process that must be managed. It
cannot be combated, solved or overcome.
Resistance can be good or bad
Find out the Whats in it for me?
Use of 2 good faith attempts

Listen to feedback
Demonstrate that you listened
Acknowledge their pain but dont defend
Problem solving brainstorming some ideas

Communication
Right message to the right people using the right
vehicle.
Communicate in the targets frame of reference
Use the Whats in it for me?/ Frame of reference
Resources up your sleeve 1:3:25
Face to face has the most impact
Check all your communication for
sanity

Develop a reinforcement strategy

Reinforcement strategy
Reward align with FOR
Consequences Immediate & certain
Effort new way easier, old way harder

Create cultural fit

Culture- What is it?
Unwritten rules
Behaviours
values

Align the change with the Culture

If your project conflicts directly with the culture,
culture wins

AIM Concepts Prioritise Action

Putting it altogether
1. Define the
Change

10. Prioritize
Action

2. Build
Agent
Capacity

9. Create
Cultural Fit

3. Assess the
Climate

8. Develop
Reinforceme
nt Strategy

4. Generate
Sponsorship

7.
Communicati
on Plan

6. Develop
Target
Readiness

5. Determine
Change
Approach

On line learning - Gem

Where to find Gem:
https://gem.workstar.com.au
AIM is located at the e-learning tab under implementation
Many other topics relating to project management are available

More Information:
Judy Willis
Principal Policy Advisor - Surgery | System Relationships & Frameworks
Tel 02 9391 9557 | Fax 02 9391 9456 | Mob 0458 713 435 | juwil@doh.health.nsw.gov.au

Gavin Meredith
Critical Care and Surgery Taskforces Manager (CCST Manager).| Agency for Clinical Innovation
Tel. 02 8644 2183| Fax. 02 8644 2151 |Mob. 0467 749 714 | Gavin.Meredith@aci.health.nsw.gov.au

Vanessa Evans
Manager | Emergency Care Institute
Tel 02 8644 2166 | Fax 02 8644 2148 | Mob 0403 497 654 | vanessa.evans@aci.health.nsw.gov.au

Sophie Baugh
Manager - Special Projects| Emergency Care Institute
Tel 02 8644 2152 | Fax 02 8644 2148 | Mob 0467 710 667 | sophie.baugh@aci.health.nsw.gov.au

Lea Kirkwood
Program Manager - Centre for Healthcare Redesign
Tel 02 9424 5806| lea.kirkwood@aci.health.nsw.gov.au